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Organisational structure – next steps

Mark HaslettUniversity Librarian

University of WaterlooFebruary 19, 2004

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What I’ll cover

How we got to this point Issues & concerns Goals & objectives Immediate term issues Mid & longer term matters Next steps

Questions & discussion

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Opportunities and challenges

Ensure that the Library’s organizational structure reflects and supports scholarly communication and information resource sharing at UW;

Maintain and further develop client focus; Ensure that the lines of accountability are clear, but not

so rigid that there is no flexibility; Build on supervisory and management strengths within

the Library; Ensure there are continuous opportunities for staff

training and development; Address retirements and staffing requirements in a

proactive fashion.

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Hill Report

“The Liaison Librarian structure was widely appreciated. …The structure, together with the outcomes of the work performed needs continuous nurturing and refinement.”

“The Assistant University Librarians should be giving much of their time to the development, discussion, implementation and assessment of beneficial changes and new initiatives in their areas of responsibility. Currently, this senior management responsibility is subservient to performing the duties typically carried out by line supervisors and department heads.”

“The Library is fundamentally a service organization, and direction, co-ordination and accountability is needed at all levels to provide and sustain effective and efficient services. The staff in all areas appear to work very well in teams, and autocratic direction would be disastrous.”

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Some personal observations

The complexity and challenges of the contemporary academic research library are affecting us all:

Increased integration of services & resources We need to continue our focus on extending our digital

resources while at the same time maintaining a focus on the development and maintenance of our print resources

Adequate space for our print resources, study and instructional purposes, and staff is a significant concern

New skills and expertise are being called upon Abiding concerns

Davis & Porter cultures & history Still recovering from SERP Attention to Cataloguing

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Some personal observations cont’d.

We need to create growth opportunities especially in the middle-management area so that we have skilled managers ready to step into more senior roles as we progress through the 2000’s looking to 2010.

We have a flexible, well-trained and service-oriented staff who have a good understanding of more than just their own specific area of responsibility. We need to ensure this continues.

Clearer lines of communication among areas are still needed. We need to:

be clear about who reports to whom & why ensure that there are good lines of communication

among departments and groups

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Some personal observations cont’d.

Balance sustainability and innovation Focus on both flexibility and stability Pay attention and listen to needs of our

users Service to our users should continue to

be our watchword We need to ensure we keep our focus

on our core “business” and we need to continue our tradition of promoting and providing for opportunities to deliver our services in new and better ways

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My vision of an excellent library is one that

Keeps its eye on its core business of facilitating effective access to scholarly information

Adapts to evolving trends in scholarly communications

Seeds new initiatives & promotes partnerships, and

Is at its best when working together to build bridges

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Expenditure reductions

Reductions to date have been ongoing i.e. to our base budget we cannot use one time only funds as part

of the reduction Flexibility on non-salary side is gone I am committed to NOT cutting positions

with people in them Therefore, need to look to retirements,

vacancies, etc.

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So where do we go from here?

Bite size pieces Current staff complement is static (if not

diminishing) Address areas which need immediate

attention Management of ISR functions ILL/DD Cataloguing Executive level

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Library Executive

New name Membership & role

The Library Executive Committee consists of the University Librarian, Associate and Assistant University Librarians, and the Director, Library Resources Management

The Library Executive Committee provides leadership for the Library’s strategic planning, policy development, financial administration, and resource allocation

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Associate University Librarian,IR&S

The Associate University Librarian, Information Resources & Services (AUL, IR&S), is accountable to the University Librarian for the strategic planning, development and provision of information resources and services in the Library ensuring they remain responsive to the needs of the user community.

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The AUL, IR&S, is responsible for

Managing and developing the Library's information resources and services at a strategic level

Contributing to the execution of the Library's strategic goals and objectives

Directing, coordinating and supporting managers, functions and activities within the information resources and services areas

Ensuring effective planning and development of the Library's Information Resources budget

Participating in the administration of the University Library

Representing the Library in senior decision making forums, including external agencies

Representing the University Librarian in his/her absence

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Associate University Librarian,Information Technology Services

The Associate University Librarian, Information Technology Services (AUL, ITS), is accountable to the University Librarian for the strategic planning, development and provision of information technology services in the Library ensuring they remain responsive to the needs of the user community.

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Current org structure

University Librarian

Associate UniversityLibrarian,

Information Services& Systems

Manager, LibraryAcquisition Unit

Secretary

Manager, LibraryCommunications and

Development

Head, SpecialCollections

Manager, UniversityMap and Design

Library and BranchLibraries

Assistant UniversityLibrarian,

InformationResources

Assistant UniversityLibrarian,

Information Services

Manager,Cataloguing

Head, User ServicesCoordinator,

FacilitiesManagement

ISR Departments

Acting Head,InterLibrary Loanand Document

Delivery

SystemsDevelopment

Director, ResourcesManagement

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New org structure

Manager, LibraryAcquisitions Unit

SystemsDevelopment

University Librarian

Director, ResourcesManagement

Associate UniversityLibrarian, Inform-ation Resources &

Services

Manager, UniversityMap and Design

Library and BranchLibraries

Head, SpecialCollections

Manager,Cataloguing

Coordinator,Facilities

ManagementHead, User Services

Managers, ISR

Manager, LibraryCommunications and

DevelopmentSecretary

Associate UniversityLibrarian,

InformationTechnology Services

Manager,InterLibrary Loanand Document

Delivery

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Static staff complement

Liaison functions pooled & shared Davis group & Porter group

Pooling by faculties or broad disciplinary areas vs. departments

Staffing complement to be determined Opportunity to create some new managers

3 – 4 positions? Potential needs in other areas, e.g. Cataloguing

Use funds from vacant Assistant UL position to help fund a Library Internship Programme

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“Managers, ISR”

Davis & Porter cultures & history Create opportunities for some new

managers Provide for clear accountability,

support, & lines of authority Pooling of liaison function

responsibilities Static staff complement assumed

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“Managers, ISR”

Three models An earlier approach: Heads of Davis &

Porter Current approach: ISR team

management based on HR, Facilities & Communications

A new team management model based on information resources & services functions

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“Managers, ISR”

Manager,InterLibrary Loanand Document

Delivery

Associate UniversityLibrarian, InformationResources & Services

Manager, AcademicLiaison

Manager,Information Literacy

and Reference

Manager, LibraryAcquisitions Unit

Manager,InformationResources

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New model

Focused managerial attention to different functions, e.g. information resources, information literacy & reference, academic liaison …

Functional managers Working together … team approach for

academic liaison function Recognise subject strengths broadly defined Ensure flexibility and adaptability Build expertise & strengths Recognise fiscal constraints

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ILL/DD

The matter of where ILL/DD fits best within the organization needs to be decided upon

A review group will be formed to outline options with pros & cons

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Cataloguing …

A group will be formed to review needs & opportunities in the Cataloguing area

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Next steps

Bite size pieces Meeting of Library Management

group and all librarians Tuesday Feb. 24

Development of terms of reference for ILL/DD and Cataloguing & meeting with staff

Timeframes

Questions & discussion